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Seamlessly visualize quality

Collaboratively administrate empowered markets via plug-and-play networks.

Completely Synergize

Dramatically engage seamlessly visualize quality intellectual capital without superior collaboration and idea-sharing.

Dynamically Procrastinate

Completely synergize resource taxing relationships via premier niche markets.

Best in class

Imagine jumping into that boat, and just letting it sail wherever the wind takes you...

Dynamically innovate supply chains

Holisticly predominate extensible testing procedures for reliable supply chains.

Sanity check

Objectively innovate empowered manufactured products whereas parallel platforms.

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Connecting Success Factors to Bennett

The Dubious Phone Call and Time Wasting Project

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Seamlessly visualize quality

Collaboratively administrate empowered markets via plug-and-play networks.

Completely Synergize

Dramatically engage seamlessly visualize quality intellectual capital without superior collaboration and idea-sharing.

Dynamically Procrastinate

Completely synergize resource taxing relationships via premier niche markets.

Best in class

Imagine jumping into that boat, and just letting it sail wherever the wind takes you...

Dynamically innovate supply chains

Holisticly predominate extensible testing procedures for reliable supply chains.

Sanity check

Objectively innovate empowered manufactured products whereas parallel platforms.

Read More

The Dubious Suicide of Jamey Sheets and the Anthrax Dry Run

Why did CEO Steve Burd hire a Pharmacist connected to three patient deaths?

In 2012,  FBI Agent Richard Lambert sued the Department of Justice alleging Anthrax investigation was flawed and destined to fail.  By 2010 was already suspicious that the Doc's Pharmacy Investigation, Anthrax Investigation, and the 9/11 Cyber Terrorism virus NIMDA or Code Red were simply to close on the same timeline.

To test the will of Safeway using his camera Bennett went chatty with props at the Safeway Pharmacy.

Each video was sent to the Safeway Media Department which are posted to Facebook and YouTube for all time.  

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The CPP Investment Board was established by an Act of Parliament in December 1997.

Connecting Investment Funds to Private Equity to Real Estate Investment Trusts to Homelessness, Tragedies and Wall Street Landlords. 

The CIO's are so focused are return on investment they never notice that where their money goes the fires, the shootings and homeless tent cities go as they displace older but affordable housing with overpriced housing that displaces the sick, disabled and lower wage workers. 

OUR MANDATE

Our mandate is clear: to invest the assets of the CPP Fund with a view to achieving a maximum rate of return without undue risk of loss.

The CPP Investment Board was established by an Act of Parliament in December 1997.

We are accountable to Parliament and to federal and provincial ministers who serve as the CPP stewards. However, we are governed and managed independently from the CPP itself, and operate at arm’s length from governments.

We take our responsibility to Canadians very seriously and operate with a clear mandate – to maximize returns without undue risk of loss.

Our detailed mandate and objectives

Our mandate is set out in legislation. It states that:

• We invest in the best interests of CPP contributors and beneficiaries.
• We have a singular objective: to maximize long-term investment returns without undue risk, taking into account the factors that may affect the funding of the Canada Pension Plan and its ability to meet its financial obligations.
• We provide cash management services to the Canada Pension Plan so that they can pay benefits.

Our unique structure

The CPPIB mandate is based on a governance structure that distinguishes us from a sovereign wealth fund. We have an investment-only mandate, unencumbered by political agendas and insulated from political interference in investment decision-making. Our management reports to an independent Board of Directors.

In carrying out our mandate, we aim to continually develop, execute and enhance the investment strategy that balances prospective risk and reward in order to ensure the long-term sustainability of the CPP Fund.

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Aviation Accidents and Incidents Portal

Aviation Accidents and Incidents Portal 

Mr. Pete Bennett businessman located the San Francisco East Bay since 1978 which is Contra Costa County.  Over the decades he began to notice common threads between a series of Aviation Accidents with links to local business persons Mr. Bennett either consulted with, knew or had been contracted to via his businesses.

When his person contact and at one potential client Sullenberger lands in the Hudson was on top of far too many incidents.  He began to find answers. 

RESERVED FOR TIMELINES

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Pan Am Flight 103

Connecting Success Factors to Bennett

The Dubious Phone Call and Time Wasting Project

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Pan Am Flight 103

Pan Am Flight 103 was a regularly scheduled Pan Am transatlantic flight from Frankfurt to Detroit via London and New York. On 21 December 1988, N739PA, the aircraft operating the transatlantic leg of the route, was destroyed by a bomb, killing all 243 passengers and 16 crew in what became known as the Lockerbie bombing. Large sections of the aircraft crashed onto residential areas of Lockerbie, Scotland, killing 11 more people on the ground.Wikipedia

Date:Dec 21, 1988

Summary:In-flight breakup due to terrorist bombing

Site:Lockerbie, Scotland

Passengers:243

Crew:16

Fatalities:270 (259 in the aircraft and 11 on the ground)

Survivors:0 (possibly 2 initially)

Aircraft type:Boeing 747–121

Aircraft name:Clipper Maid of the Seas

Operator:Pan American World Airways

Registration:N739PA

Flight origin:Frankfurt am Main Airport, Frankfurt, West Germany

1st stopover:London Heathrow Airport, London, United Kingdom

2nd stopover:John F. Kennedy International Airport, New York City, United States

Destination:Detroit Metropolitan Wayne County Airport, Detroit, United States

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TWA Flight 800

TWA Flight 800

 

TWA Flight 800

Trans World Airlines Flight 800 was a Boeing 747-100 that exploded and crashed into the Atlantic Ocean near East Moriches, New York, on July 17, 1996, at about 8:31 p.m. EDT, 12 minutes after takeoff from John F. Kennedy International Airport on a scheduled international passenger flight to Rome, with a stopover in Paris. All 230 people on board perished in the third-deadliest aviation accident in U.S. history.Wikipedia

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Nimda - The Overlooked Cyber Terrorism Incident of 9/11

Nimda - The Overlooked Cyber Terrorism Incident of 9/11 

 

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Connecting Success Factors to Bennett

The Dubious Phone Call and Time Wasting Project

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Boeing Says Charges Tied to 737 Max Grounding to Reach $8 Billion

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Boeing 737 Max planes parked at the municipal airport in Renton, Wash. The Max planes have been grounded after two were involved in deadly crashes.CreditCreditLindsey Wasson for The New York Times

By David Gelles

• July 18, 2019

The financial fallout from the troubled 737 Max jetliner continues to swell for Boeing, which on Thursday announced $7.3 billion in costs that will hit its bottom line.

The price tag could still climb. The Max has been grounded for months after two deadly crashes, and it may not fly again this year. Airlines that flew the Max have been pushing for compensation, and Boeing has had to slow production and halt deliveries of the jets, the company’s most popular model.

Already, the tally is substantial. Boeing will take a pretax charge of $5.6 billion in the second quarter, its current estimate of what it will take to compensate its Max-flying customers. On top of that, Boeing said it expected the production slowdown to cost a further $1.7 billion. Those costs will be spread out over years, and will depress the overall profitability of the Max program.

“This is not inconsequential, even for a company the size of Boeing,” said Scott Hamilton, managing director of the Leeham Company, an aviation consultancy. “This is going to be a real mess for Boeing for another year or even two.”

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The new costs, which Boeing disclosed the week before it is due to report earnings, do not include the potential price of litigation associated with the Max, or the $100 million fund that it recently announced for families and communities affected by the two crashes. Boeing already announced $1 billion in costs associated with the Max’s grounding last quarter, and has said more charges could be coming.

“This is a defining moment for Boeing,” the chief executive, Dennis A. Muilenburg, said in a statement. “The Max grounding presents significant headwinds, and the financial impact recognized this quarter reflects the current challenges and helps to address future financial risks.”

Boeing did not specify which airlines would receive what compensation, or how it might make airlines whole. Besides offering cash payments, Boeing could lower the costs of future orders, or provide additional free features or services.

Three airlines in the United States — Southwest Airlines, American Airlines and United Airlines — fly the Max and have canceled thousands of flights in recent months.

Foreign carriers, including Air Canada and Norwegian Air, have also been squeezed by the grounding, and pressure has been building for Boeing to reimburse airlines around the world.

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“It is quite obvious that we will not take the cost,” Bjorn Kjos, who stepped down this month as the chief executive of Norwegian Air, which operates 18 Max jets, said in March. “We will send this bill to those who produced this aircraft.”

Boeing 737 Max: The Latest on the Deadly Crashes and the Fallout

Boeing is under intense scrutiny after its best-selling 737 Max jet was involved in two deadly crashes in five months.

Other airlines are curtailing growth plans as a result of the grounding. Ryanair, the Irish budget airline, said Tuesday that it was scaling back its expansion plans because the Max jets it had ordered wouldn’t be delivered on time. Ryanair had expected to have 58 in service by next summer, but it has reduced that estimate to 30. As a result, Ryanair said, it is cutting the number of passengers it expects to carry this year by five million, to 157 million.

Like all big companies, Boeing has insurance policies that may cover some of these costs. It is also in relatively strong financial shape, even after recording the new costs. It has substantial cash on hand, and could suspend its dividend or raise debt if it needed additional resources.

“We are taking appropriate steps to manage our liquidity and increase our balance sheet flexibility the best way possible as we are working through these challenges,” Boeing’s chief financial officer, Greg Smith, said in a statement. “Our multiyear efforts on disciplined cash management and maintaining a strong balance sheet, in addition to our strong and broad portfolio offerings, are helping us navigate the current environment.”

The Max has been grounded since March, after the crash of Ethiopian Airlines Flight 302 killed all 157 people aboard. Five months earlier, Lion Air Flight 610 crashed just minutes after taking off from Jakarta, Indonesia, killing 189. In both accidents, erroneous data caused a new automated system on the Max to push down the nose of the planes.

Boeing developed a software update for the system, and has been working with the Federal Aviation Administration and other global regulators to get the Max flying again. But the process is taking substantially longer than Boeing first expected, as both Boeing and regulators uncover new problems with the software and the Max.

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Boeing said Thursday that it now expected the Max to be approved for a return to service in the United States and some other countries early in the last quarter of this year.

That may still be optimistic. Regulators have yet to take a test flight on a Max equipped with the new software — a critical step before reapproval — and airlines keep canceling flights. Southwest, American and United all recently extended their Max-related cancellations into early November.

Even when the Max is cleared to fly again, it will take months before airlines and Boeing are back to normal. Planes that have been in long-term storage can require a month to be ready to fly again. Airlines will have to work the new planes into their fleets gradually. And Boeing will need months to deliver the hundreds of Max jets it is holding in storage.

After the Max was grounded, Boeing said it would reduce its 737 production rate to 42 a month, down from 52. On Thursday, it said it expected to increase production to 57 planes a month next year.

Yet for all the disruption and the rising costs, Boeing is still in a relatively strong position. It has recorded orders for several thousand more Max jets, which will take nearly a decade to produce. And airlines, eager for fuel-efficient single-aisle jets like the Max, have few other options. Airbus, Boeing’s only real competitor for commercial aircraft, also has an enormous backlog.

For these reasons, Mr. Hamilton does not see any existential risk for now. “Boeing is a $100 billion company,” he said. “And it’s very difficult and very costly to cancel aircraft orders like this.”

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